In an era dominated by social networks, I've chosen a different path. This personal blog acts as my digital footprint, enabling me to share information about myself online and connect with friends and colleagues —both past and present— without feeding social media databases with my personal data. While I'm quite sociable in person, my professional knowledge of social media systems has led me to opt out of them.
If you decide to use social media and would like some easy and effective tips for boosting your security on social media, check this out.
Despite eschewing social media, I remain easily reachable! My contact page is right here. If you'd like to comment or chat, please don't hesitate to reach out. I'm always eager to engage in meaningful dialog and expand my network in a more intentional way.
I worked in my family's B2B automotive recycling business until my twenties. We bought vehicles for their parts, selling them to repair shops and recycling the remaining metal. We had contracts with insurance companies for written-off vehicles, mostly newer models. Our main customers were repair shops preferring lightly used OEM parts over new aftermarket ones.
My role involved operating heavy equipment to relocate and load vehicles onto car carrier trucks. I used tilt-and-load trucks to bring hundreds of cars from across Ontario to our facility. This experience laid a strong foundation for my mechanical skills and understanding of vehicular systems.
Our competitive edge was a careful dismantling process, preserving fasteners for customers, unlike some competitors who used destructive methods.
I developed vehicle disassembly and reassembly skills through rebuilding wrote-off cars. I now use these skills to maintain our family vehicles, saving on ownership costs. I only outsource jobs requiring specialized tools or those that are particularly messy.
My role in outside sales and deliveries honed my customer service and business relationship skills. Growing up in this environment taught me the dedication and teamwork needed to run a successful company.
I spent thirteen years at Scala Bros., where I enjoyed my time and would gladly do it again. I was proud to work for my dad, who built a successful business, complete with a custom home, a new Corvette, and the largest boat on Lake Scugog.
I learned all aspects of the operation, starting as a wheel and tire tech and advancing to roles like heavy equipment operator, outside sales, and staff supervision. Scala Bros. had a history of sound decision-making and hard work, but in its final years, we faced critical missteps in inventory management.
When I joined, we relied on a slow, paper-based inventory system and cumbersome 'interchange' books to determine part compatibility. With nearly a decade of experience in computer software and database 
systems, I recognized that I could develop a cost-effective solution to improve efficiency.
Our competitors moderized their inventory management and gained a competitive edge by providing quick responses to customer inquiries about parts availablity. In contrast, our standard response of "Let me check our inventory and get back to you" frustrated busy customers.
Despite the untapped potential within our organization, including an in-house computer expert, my attempts to modernize our processes were unsuccessful. This led me to start a side business in IT consulting. I wanted to demonstrate my capabilities and create a safety net in case our business faltered. As competitors advanced and our sales declined, I felt it was crucial to adapt. If other companies trusted me with their inventory systems, surely Scala Bros. could benefit as well.
Unfortunately, due to financial constraints, the company was ultimately sold. My father retired, while my uncle accepted a position at Carcone's Auto Recycling, one of our primary competitors.
The business was 25 years old going on 26. It could have —and should have— lasted 4 Hundred.
In 1978, at age 10, I discovered a Commodore PET computer in the Eaton's women's lingerie section. This chance encounter sparked my passion for technology, shaping my future. I became immersed in microcomputing through magazines , TV shows, and computer clubs. My fascination led me to explore further, even sneaking into the high school computer room, despite not yet being a high school student myself. This early exposure to personal computers set me on a path of technological discovery.
My mother, who possesses exceptional intelligence and foresight, envisioned a future where computers would be ubiquitous, and her forward-thinking was obvious when she purchased a Commodore 64 computer , allowing me to teach myself BASIC programming. I later learned Assembly Language programming at a private school.
In high school, I found myself significantly ahead of the curriculum in the Computer Science course, engaging in advanced pursuits like penetrating various computer hosts around the world. I wrote an assembly language program for "demon dialing ," explored remote networks via Datapac and Telnet, cracked games , and ran a 24/7 Bulletin Board System (BBS) on my dedicated phone line.
At the local library, I gained a reputation as a computer expert. Patrons would offer me their computer time in return for observing my techniques. This hacker world was a clandestine, underground culture that exuded an air of mystique and fascination, and those who were intrigued would go to great lengths to gain access. Eventually I taught programming to adults at the library's Computer Club, despite being much younger.
My early computer experience led to an IT consulting career. Starting as a side hustle in the 80s and 90s, it became my full-time job after my father left the auto recycling business. I provided IT services to businesses across Ontario, built and sold over 800 PCs, and operated a dial-up ISP using PortPerry.com. I also became a Certified NetWare Engineer (CNE) to expand my networking skills.
However, as computers became ubiquitous and user issues more mundane, I grew tired of addressing trivial problems daily. This led me to seek a more creative and visible career path.
Today, I am not interested in anything to do with computer support on a professional level whatsoever, though I do still love working on my own machines, especially in Adobe Photoshop on my monster Threadripper Pro 3955WX workstation with an ASUS Pro WS WRX80E-SAGE SE mainboard and 128GB of memory, and MSI Ventus GeForce RTX 3090 GPU with an ASUS 32" 4K ProArt display, an ASUS 27" QHD display and an NEC MultiSync PA271Q 27" 16:9 Color-Critical IPS Monitor with SpectraView II Color Calibration .
My love for photography ignited in 1976 when my mother gave me a Kodak 110 camera . The ability to seize a real-life moment, shrink it down and record it in high fidelity on a little piece of paper absolutely blew my mind. It still blows my mind today! Three years later, I gathered my Christmas money and allowance to buy a Pentax ME Super SLR camera , which I saw an advertisement for in one of my computer magazines. This marked the beginning of my 35mm photography journey that has now lasted over four decades. My enthusiasm for photography remains as strong as ever, and with the advent of digital cameras merging photography with computer technology, this evolution perfectly aligns with my hobbies and skills.
I never found fashion or product photography interesting, but my passion for wildlife and landscape photography emerged during a hunting trip with my uncle. After shooting my first bird, I felt a mix of achievement and nausea, realizing I couldn't justify killing for sport. I decided I'd never shoot another animal with a gun again, unless it was for food, and instead shoot animals with my camera. I purchased an 80-200mm zoom lens with a tele extender for my Pentax and began photographing wildlife on our 24-acre farm in rural Ontario and during family trips.
Early attempts to monetize my landscape and wildlife photography failed due to inexperience. Later, two floods in my apartment, caused by an elderly neighbor, destroyed 99% of my prints and negatives.
As I considered transitioning from IT, I became interested in wedding photography. I invested in professional gear but faced a significant challenge: couples wanted photographers with established portfolios. My previous wedding work was lost in the floods, creating a catch-22 situation where I couldn't secure contracts without a portfolio, and couldn't build a portfolio without contracts.
A stunning woman entered my studio asking about my wedding portfolio, but I only had a few wildlife and landscape photos since most of my work was lost in the floods. After a pleasant conversation, she took a chance on me for her wedding at Viamede Resort in Burleigh Falls. I had to contain my excitement, as I was genuinely thrilled inside!
Fortunately, she was as photogenic on film as she was beautiful in person. This opportunity became my big break, and I am forever grateful for her trust. With Sabina featured on my website, I finally had a chance to enter the wedding photography market. Other women would see her and think, "I want to look as beautiful as she does".
My wedding photography business grew rapidly, booking clients three years in advance across Canada. I photographed a range of events, from intimate backyard ceremonies to large weddings with over 500 guests for distinguished clients, including artists, sound engineers, and lawyers. I even met celebrities like Franky Flowers, Cito Gaston, Leonard Nimoy, and Queen Latifah. With my success, I invested in top-tier 35mm equipment, including the Nikkor 200mm f/2.0 VR lens.
One notable experience was photographing the wedding of Monique, daughter of renowned Director of Photography Michel Bisson. She chose not to reveal her father's identity until the big day to keep me at ease, which I found incredibly thoughtful. It was an honor to be selected by someone with such a strong artistic pedigree. Monique & Matteo, stylist and executive chef, two professional artists. I'll never forget those two.
A year later, I received another significant opportunity when Michelle, the daughter of a prominent figure in television broadcasting, hired me to photograph her extensive engagement party and massive wedding celebration. Her engagement party was larger and more lavish than 95% of my client's wedding events. Michelle was not only a graduate of the Royal Conservatory of Music but the daughter of Network Director CBC Sports, Chris Elias, a man renowned for his role in delivering exceptional Olympic Games coverage to Canadians. Before his rise to his prestigious position, he had established a reputation as a highly skilled CBC cameraman over decades. Being chosen to capture these important events for the family of such a respected professional in the field was another deeply flattering moment in my career. Mr. Elias personally commissioned me for his first daughter's wedding the following year - Jessica, a really beautiful young woman who treated me like I was an old friend. She bore a striking resemblance to Julia Roberts. Some guys have all the luck, amirite?
We covered two memorable events with the Slice Network's Rich Bride Poor Bride show filming, which complicated our tasks due to the presence of multiple camera operators and audio technicians recording the exact same subjects as us, at the exact same time as us. One of them had CBC cameras in addition to those from Slice Network! However, the Slice producer approached me prior to get my logistics and clarify that I would be in charge and that his teams would defer to my direction, which I appreciated as a mark of true professionalism.
Click HERE to watch Michelle & Slavko's Rich Bride Poor Bride episode "Gimme More" w/celebrity event planner David Connolly.
A few years into the digital camera era, challenges arose as new "spray and pray" photographers entered the market, prioritizing quantity over quality. The cost per shot dropped from about $2 with film to nearly $0 with digital, impacting the art form that previous generations had worked hard to establish as a respected profession. Many of these new photographers treated weddings like high-speed sporting events, often dressing inappropriately for formal occasions, which felt like a mockery of the profession.
This shift led clients to expect thousands of images per event, influenced by friends who received 2,000 photos in just four weeks. However, it was unlikely that those photographers were manually processing each image while covering 45 events in a summer. This approach conflicted with my style, as I invested significant time in post-production during the off-season. I chose not to outsource this work because brides hire me for my unique style, which would be lost if I didn't handle it myself. My boutique studio approach suited most clients, and I resisted pressure to become a "wedding mill."
I subscribe to Ansel Adams' philosophy with respect to the post-production stage. He said (paraphrasing):
The film is the score, the print is the performance.
Adams draws a parallel between music and photography to illustrate his point:
Just as a musical score is merely instructions brought to life by a symphony, a photographic exposure is transformed through a photographer's work in Photoshop. When you want to relax with music, would you prefer a high school band or the New York Philharmonic? The same applies to photography — about 50% of the final image is created in post-production.
Ansel Adams exemplified this dedication, spending considerable time crafting his prints in the darkroom. His iconic photo 'Moonrise, Hernandez' illustrates this well; before his darkroom work, the images appeared dull. It's surprising that even a master like Adams could capture what seemed like mundane scenes. In reality, everyone takes ordinary photographs; it's the artistry in post-production that elevates them, requiring time, skill, and style.
While my style attracted plenty of clients, some became impatient, expecting more photos with quicker turnarounds. Recognizing this trend was untenable, I decided to exit the photography business on a high note. Since I was booked three years in advance, my exit was gradual as I honored all existing contracts.
Covering weddings for new couples has been a remarkable privilege and an extraordinary experience. I am profoundly thankful to the hundreds of couples who allowed me, along with my trusted assistants — Steve, Michael, Gil, Chris, Sara, Jaclyn, and my talented partner Teresa—to share in the most significant moments of their lives. Some speeches were so impactful that they distracted me from my work. Each family's unique experiences—whether joyful or sorrowful—made my role as a photographer special. Having deeply personal conversations with my clients felt like a natural occurrence, and added depth to my work.
We brought happiness to 98.2% of our clients, especially those who valued quality over quantity and appreciated my careful, time-intensive post-production process. I don't miss the few who didn't share this approach.
Even ten years later, I still receive requests to photograph weddings, despite not advertising packages or fees. One individual offered an unreasonably lavish sum and unlimited time for deliverables after I stated I wasn't accepting new clients. While flattering, I declined because, despite the majority of wonderful clients, a small number were extremely difficult and overshadowed my positive experiences. My decades in automotive and IT never exposed me to such challenging individuals, and I intend to avoid similar situations in the future.
I have a passion for making pictures, so with you I shall depart. Photography is but a cherished hobby for me now.
Longing to reconnect with hands-on work, I assisted an inspiring heavy equipment mechanic who, despite being quadriplegic and wheelchair-bound, was determined to continue his career in the excavation industry.
My responsibilities encompassed what a licensed diesel mechanic's responsibilities would encompass: the maintenance, repair, and operation of heavy equipment and Class 8 trucks. I was also the in-house MIG and arc welder, and was called upon when precision cutting of heavy steel with acetylene torches was required.
Working in the automotive sector for years had equipped me with a high degree of mechanical aptitude. This foundation allowed me to quickly adapt and excel in the modern heavy equipment maintenance environment.
While the company was progressive in many ways, such as using lasers for underground pipe slope accuracy and Topcon GPS machine control, it fell short in one critical area.
The lead mechanic's medical condition required a very warm working environment, leading to temperatures of 30 degrees and tightly sealed doors during winter. Their gas bill must have been astranomical. This practice likely resulted in astronomical natural gas bills but it certainly created a hazardous situation. The enclosed space lacked proper ventilation, causing untreated diesel exhaust from operating heavy equipment —like bulldozers, excavators, and dump trucks— to accumulate in the air. Some local suppliers even refused to enter the shop, leaving parts outside instead, while we worked in the hazardous conditions for 8-10 hours a day.
Something's gotta give.
Despite my three-year commitment and two years of advocating for better air quality, management remained indifferent to the issue. I tried various approaches to persuade them, but it became clear they had no intention of making improvements. A simple flex hose directing harmful exhaust outside would have solved the problem, but they dismissed it as an inconvenience.
Recognizing the significant health risks of prolonged exposure, I made the difficult decision to quietly seek employment elsewhere. I would have happily stayed, as I was earning my boss's respect — a rare achievement, according to others.
On my last day, I visited my boss to say goodbye, feeling a sense of family after working closely with him, even performing repairs on his home. I expressed my gratitude, saying, "Thank you for teaching me so much, Luigi." He replied sincerely, "No, you taught me even more," and his voice cracked slightly. We parted on good terms, and I fondly remember that incredibly grumpy yet truly brilliant man.
I later learned that the owner of a neighboring business had bet his staff that I wouldn’t last two days with my challenging boss. Many predecessors had left within hours due to his difficult demeanor. However, having navigated various personalities in the automotive industry, I managed our interactions well and ultimately stayed for three enjoyable years—minus the poor air quality.
I accepted a position as a 5-ton truck delivery driver for Canada's premier elevator cab manufacturer. With around 100 employees, I thought they were large enough to offer opportunities for upward mobility while still being small enough that I wouldn't feel like just a number. This company operates a vast 65,000 square foot production facility, specializing in the creation of bespoke elevator interiors for an impressive clientele. Our custom designs grace many of North America's most iconic skyscrapers, luxury hotels, and prominent buildings, with a particular focus on the Toronto skyline.
During my second week with the company, the Production Manager learned of my IT background and requested my assistance with a long-standing issue: a CNC router table on the production floor that had been out of commission for several years. Intrigued by the challenge, I dedicated that evening in my home office to researching the machine and identifying the missing elements needed to solve the puzzle.
I was able to resolve the issue before lunch the next morning. Initially, the machine operator was skeptical that it was actually repaired, but after a few minutes of testing various functions he exclaimed, "Well, you fixed it!" Ralph, who I was informed is a millwright, said that I helped him more in five hours than anyone else had in five years. That truly made my day.
During my third week at the company, despite having expressed my desire to avoid working in IT, I was requested to investigate some ongoing problems with the organization's computer network and email system. Working with the internal IT staff (which were reluctant and made things as difficult as possible, which put up a red flag in my mind) I was able to identify and remedy most of those problems in short order, which ultimately caught the attention of the company's owner.
The one issue that I could not resolve immediately was due to the fact their email server was very old and under the sole control of the Network Administrator. It would take me a few more months to solve that problem...
I was soon promoted to a Marketing role with an office overlooking Lake Ontario. In this position, I established comprehensive brand standards, creating guidelines for our brand's visual and verbal presentation across all communication channels. Using my Adobe InDesign and Photoshop skills, I produced a brand guide for current and future staff, ensuring consistent quality regardless of who was behind the creative work. I also designed new printed marketing collateral, including a cut sheet for our innovative elevator emergency lighting IC board.
Among my significant achievements were developing a new company website and conceptualizing our corporate video. For the website, I provided graphic design, photography, and content from our library, along with a wireframe layout and two UI/UX mock-ups to minimize the web developer's workload. For the corporate video, I managed all pre-production tasks, including scriptwriting and storyboarding, and supervised the film crew during principal photography.
While I would typically share a link to the completed film, it fell well short of my expectations. My script was intended for collaboration with talented directors like Chris Di Staulo or Michel Bisson, who are actual artists with the expertise and creativity to bring it to life. Unfortunately, I had to work with Yellow Pages, a company better suited for small businesses than for a company of our size. Their inability to execute our website as specified foreshadowed their shortcomings in producing our corporate film, resulting in less than ten percent of my original vision making it to the final cut.
Sadly, we ended up with a disjointed and jarring blend of stock footage mixed with our original shots. It's confusing, conveys little, and fails to elicit any emotional response. Ultimately, it's completely forgettable.
Following a string of successful initiatives in my marketing role, I was promoted to project manager, marking another step forward in my career with the company.
One of my first assignments was leading the elevator component of the Fairmont Royal York Hotel modernization project, part of a $100 million renovation. As General Contractor appointed by Kingsett Capital, I managed all trades involved in modernizing the hotel's elevator cabs, collaborating closely with my counterpart at PCL Construction for seamless execution.
This role required coordinating two major elevator companies, ThyssenKrupp and Otis Canada, which added significant complexity. I also worked with various specialized firms, including a talented artist from Ukraine who applied gold leaf to the intricately carved wooden medallions in each elevator car.
Another key partner was Tyler Williams Architectural Metal , who specializes in metal refinishing. Their exceptional craftsmanship saved us tens of thousands of dollars and enhanced our company's image. Tyler Williams proved to be an ideal contractor for critical projects like the Royal York initiative, consistently going above and beyond. In my opinion, you won't find a better team player in any industry across Canada.
The scope and prestige of this project, particularly as one of my initial assignments, underscored the trust placed in my abilities.
When I took on my role, I found our project management systems inadequate, relying on convoluted Excel spreadsheets. While Excel is great for crunching numbers, it was not designed for this purpose. To address this, I implemented new software based on a collaborative Gantt chart platform, knowing that the team lacked experience with MS Project and that the learning curve would be too steep at this stage.
The new solution significantly enhanced our project management capabilities while ensuring a smooth workflow for our teams mid-project. It also improved our professional image when interacting with esteemed clients like EllisDon, Kingsett, Oxford, PCL, Turner, and Otis Elevator. Whether in-person or remote, I could easily present visual updates on project status and upcoming milestones.
The ability to visually communicate project status at a high level to all stakeholders was crucial, as it allowed us to:
By providing a clear and comprehensive overview of our projects, we strengthened our reputation as a reliable partner in the elevator construction industry.
I also revamped our IT department, replacing the previous incumbent —who wasn't acting in the owner's best interests— with a promising junior staff member whom I personally mentored. This resolved our email issues and many others. It was gratifying to see Lucas successfully manage several initiatives, including our transition from outdated DOS-based applications to a cohesive, modern networked application suite and exchange server. His ability to rise to the challenge confirmed my confidence in his potential, and I’m proud of his accomplishments. He truly took charge of the situation.
Day-to-day I directly managed 24 TSSA-licensed EDM field mechanics, organized into 12 two-person crews, and collaborated closely with other departments, including Engineering, Production, Logistics, IT, and HR. By becoming a licensed EDM mechanic and leveraging my extensive mechanical background in automotive and heavy equipment, I earned the respect of these veteran elevator mechanics despite my limited industry experience. This respect was crucial for project success, as team members were more likely to follow my lead not just because of my rank, but because they held me in high regard.
Together, we achieved a significant milestone by successfully initiating, planning, executing, and installing Canada's first video wall elevators at Manulife's Canadian Headquarters in Waterloo, Ontario. Manulife contracted us to help them project a modern, tech-savvy image to its 3,000+ headquarters employees as part of a broader digital transformation effort. Their initiative was driven by competition from digital-first financial institutions like Simplii Financial and Tangerine Bank. Key aspects of Manulife's transformation include:
Although I didn't want to return to an IT support role, I embraced this project focused on computer technology. The owner motivated me by stating I was the only person in the firm capable of executing it. During the kickoff stakeholder meeting at Manulife, I proposed a plan for TSSA-compliant communications network cabling, but the Audio/Video team claimed it was technically impossible. When I insisted it was achievable, they left the meeting.
I felt confident in my plan since I created a mock-up in my home office and tested my theories in advance. We were simply better prepared for the meeting than they were.
Our performance left a strong impression on the bank executives and other attendees, who referred to us as 'Rock Stars' in an email to my boss the following day. This remarkable acknowledgment led to an immediate pay raise for me.
The project led to the installation of four state-of-the-art curved glass video wall elevators that can be managed remotely from anywhere in the world, with content creation managed by Manulife's team in Singapore. My responsibilities, in addition to overall project management, included directly handling the computer technology aspects, such as designing the network architecture, procuring hardware and software, systems integration, programming, and supervising the job site. I also handled technical documentation and client training to ensure a seamless handover.
Karl Hughes, a superb draftsman and natural leader in our engineering department, spearheaded the conceptual design, engineering, and some hands-on assembly of the physical product. We needed a tech-savvy engineer who was creative, experienced, and enthusiastic about integrating cutting-edge technology into his designs. Karl fit the bill perfectly, and together we achieved a groundbreaking milestone that had only been accomplished once in the United States and never in Canada.
Completing this project was a significant success for our company and delighted our esteemed client, who manages $30 billion in assets. Our innovative solution not only modernized Manulife's elevator facilities but also aligned with their future vision while setting a new standard for technological integration in corporate elevator environments. I am extremely proud of everyone involved in this project, especially Karl, who deserves most of the credit.
CIBC Square represents the largest project in our company's history, with a budget exceeding $2 million for the installation of 43 custom elevator cabs made from large travertine slabs and LED light panels. The complex ceilings were designed to mimic the building's faceted facade. While various installation crews contributed, the core team showcased exceptional collaboration and professionalism, creating an efficient working environment. As with any large project, we faced challenges, but the team's resilience ensured timely completion to EllisDon's satisfaction.
This photo, taken hours before my resignation, captures my pride in Kevin and Drew's performance and, I think, their own pride in a job well done, highlighting the positive outcome of our collective efforts.
Completing this project demonstrated our ability to manage complex, high-value installations and marked a significant milestone for our company, enhancing our industry reputation.
Before leaving, I asked the team how they would assess my management style. Drew replied, "Tough, but fair," which I took as a compliment.
I miss those guys. In fact, I miss almost everyone at the company.
In this role, I fostered relationships with top-tier clients, participated in contract negotiations, managed ongoing contracts, and closed sales deals. I supported HR in employee disciplinary proceedings, diplomatically balancing organizational needs with staff concerns. My approachable leadership style encouraged open communication, with coworkers frequently seeking my guidance during their challenging times - my office was frequently full of people. This trust boosted employee morale, and I was told by several colleagues that I inspired hope for an improved company.
Ultimately, the lack of clear leadership led to my resignation, along with several other factors:
While some stress is to be expected in any responsible role, the stress associated with this particular position was extreme. My predecessor had a mental breakdown and resigned. I chose to resign long before things reached that critical point.
I wanted to stay and help improve employee compensation and morale while massively reducing costs, but the extreme stress levels became overwhelming. I felt 'ridden hard and put away wet', and ultimately lost hope.
I provide general handyman services around my neighborhood in Oshawa, specifically in The Glens (aka Northglen) . I have a comprehensive kit of professional grade tools that I use in home renovations and property maintenance:
Although I have a solid background in construction and mechanical work, I'm seeking to return to the automotive sector in a non-mechanical capacity. I'm particularly interested in roles related to sales, transport, or dispatch. After spending five years in downtown Toronto, which many consider challenging (to put it politely), I'm looking at job opportunities located to the north or east of Whity, Ontario.
Click Here for my contact form
